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"This is the first systematic study of the succession process of Chinese family businesses which reveals what is truly happening during the time of hand-over. In explaining the features of the Chinese way of succession, special attention is paid to the transfer of social capital and guanxi, among other cultural and socioeconomic contexts, which could impact the behaviours and decisions of the family business stakeholders. Carefully selected 63 cases of family firms and the authentic words and experiences of the founders and their second generation are of high relevance in helping the readers to understand Chinese family businesses and their successions as well as to learn from their successes or failures."

Business & Economics --- Economics --- Economics, Family Business, Social capital, China

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This book presents methods for dealing with conflict in family firms. The first part of the book defines conflict in general and then in the context of family businesses. It then identifies several approaches to dealing with conflict. As the author makes clear, conflict can negatively impact the performance of a family firm while unresolved conflict often results in unsuccessful transition to the next generation. Therefore, she presents a model that looks at the causes of conflict and ways of resolving it. The second part of the book presents case studies of conflicts in family business, examining such companies as Gucci and L'Oreal and applying the theory. This book will serves as a foundational text in managing disputes in family enterprises.

Family-owned business enterprises. --- Business enterprises, Family-owned --- Family business --- Family businesses --- Family enterprises --- Family firms --- Business. --- Business and Management. --- Family Business. --- Business enterprises --- Family-owned business enterprise.

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According to management and psychology courses, as well as legions of consultants in organizational psychology, shared vision in dyads, teams and organizations can fill us with hope and inspire new possibilities, or delude us into following false prophets. However, few research studies have empirically examined the impact of shared vision on key organizational outcomes such as leadership effectiveness, employee engagement, organizational citizenship, coaching and organizational change. As a result, the field of organizational psychology has not yet established a causal pattern of whether, if, and how shared vision helps dyads, teams and organizations function more effectively. The lack of empirical work around shared vision is surprising given its long-standing history in the literature. Bennis and Nanus (1982) showed that distinctive leaders managed attention through vision. The practitioner literature has long proclaimed that vision is a key to change, while Conger and Kanungo (1998) discussed its link to charismatic leadership. Around the same time, positive psychology appeared in the forms of Appreciative Inquiry (Cooperrider, Sorensen, Whitney, & Yaeger, 2000) and Positive Organizational Scholarship (Cameron, Dutton, & Quinn, 2003). In this context, a shared vision or dream became a legitimate antecedent to sustainable change. But again, empirical measurement has been elusive. More recently, shared vision has been the focus of a number of dissertations and quantitative studies building on Intentional Change Theory (ICT) (Boyatzis, 2008) at dyad, team and organization levels of social systems. These studies are beginning to lay the foundations for a systematic body of empirical knowledge about the role of shared vision in an organizational context. For example, we now know that shared vision can activate neural networks that arouse endocrine systems and allow a person to consider the possibilities of a better future (Jack, Boyatzis, Leckie, Passarelli & Khawaja, 2013). Additionally, Boyatzis & Akrivou (2006) have discussed the role of a shared vision as the result of a well-developed set of factors that produce a desired image of the future. Outside of the organizational context, positive visioning has been known to help guide future behavior in sports psychology (Loehr & Schwartz, 2003), medical treatment (Roffe, Schmidt, & Ernst, 2005), musical performance (Meister, Krings, Foltys, Boroojerdi, Muller, Topper, & Thron, 2004), and academic performance (Curry, Snyder, Cook, Ruby, & Rehm, 1997). This Research Topic for Frontiers in Psychology is a collection of 14 original papers examining the role of vision and shared vision on a wide variety of desired dependent variables from leadership effectiveness and executive performance to organizational engagement, citizenship and corporate social responsibility, and how to develop it through coaching.

Leadership --- Family Business --- relationships --- engagement --- Vision --- citizenship --- coaching --- Emotional Intelligence --- prospection --- Shared Vision

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Buyouts involve the acquisition of the total shares or a controlling stake in a company. Oliver Ahlers analyzes buyouts that involve family firms and private equity investors. The author starts with a comprehensive literature review on family firms, private equity, and buyouts. The focus of this book is on the key steps of the buyout process such as family firm valuation and negotiations. Additionally, it is investigated how soft factors such as affective commitment and trust could play a role in buyouts. Insights of this book are derived from a survey comprising almost 180 PE-backed buyouts in Europe.  Contents •        Research Overview on PE, Family Firms, and Buyouts •        Valuation of Family Firms •        Negotiations between PE Investors and Family Firm Sellers •        Importance of Soft Factors throughout Dealmaking  Target Groups •        Researchers and students in the field of business management with a focus on private equity, family firms and management buyouts •        Private equity managers, family business CEOs and managers or shareholders as well as advisors to family businesses  The Author Dr. Oliver Ahlers wrote his dissertation under the supervision of Prof. Dr. Andreas Hack and Prof. Franz W. Kellermanns at the Institute for Family Businesses at WHU - Otto Beisheim School of Management, Vallendar.     About the Editors The series Familienunternehmen und KMU is edited by Prof. Dr. Andreas Hack, Prof. Dr. Andrea Calabrò, Prof. Dr. Hermann Frank, Prof. Franz W. Kellermanns Ph.D. and Prof. Dr. Thomas Zellweger.  .

Family-owned business enterprises. --- Family-owned business enterprises --- Private equity. --- Finance. --- Business enterprises, Family-owned --- Family business --- Family businesses --- Family enterprises --- Family firms --- Business enterprises --- Equity, Private --- Investments --- Family-owned business enterprise. --- Family Business.

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Korine reframes the question of succession in family and founder-lead businesses as an issue of entrepreneurial choice, concentrating on the challenge of succession for change as opposed to the traditional focus on succession for continuity. It is inevitable that when the leaders of family and founder-lead businesses look to pass on the mantle they naturally want to preserve and maintain the firm they have worked so hard for so long to build up. The shaping influence of family or founder, and the instinctive emotional desire for legacy easily sways succession towards continuity rather than the possibly radical development the business may need to meet new challenges. Succession for Change shows how competitive advantage has evolved over the last twenty-five years and examines the approaches being adopted by current business leaders, succession service providers and the next generation to address the change imperative in succession. Korine’s rigorous research and deeply practical approach shows that when change becomes the focus of succession, and developing entrepreneurial values takes precedence over preserving the status quo, succession planning can ensure that firms not only survive the departure of their founders but thrive long after they have gone. He offers a framework for implementing succession as transformation, and rethinking succession governance. The secret is enabling the next generation of leaders to stand on the shoulders of giants rather than be constantly doomed to stand in the shadow of giants. .

Business. --- Corporate governance. --- Family-owned business enterprises. --- Leadership. --- Knowledge management. --- Business and Management. --- Family Business. --- Business Strategy/Leadership. --- Knowledge Management. --- Corporate Governance. --- Family-owned business enterprises --- Family corporations --- Succession. --- Management. --- Family business succession --- Succession, Family business --- Family-owned business enterprise. --- Governance, Corporate --- Industrial management --- Directors of corporations --- Management of knowledge assets --- Management --- Information technology --- Intellectual capital --- Organizational learning --- Ability --- Command of troops --- Followership --- Business enterprises, Family-owned --- Family business --- Family businesses --- Family enterprises --- Family firms --- Business enterprises